St. Luke’s University Health Network, a 972-bed nonprofit health system in Pennsylvania, faced two increasingly persistent challenges. One was economic, as the health system faced continuing pressure on margins because of rising costs and diminishing payments and reimbursements. The other was meeting its staffing goals in an increasingly tight healthcare labor market.
Together, both challenges provided the impetus to look at whether St. Luke’s was deploying staff in the most optimal way for the health of the organization and its patients.